2009 Annual Report
City of
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salina Visit Our Website: www.salina-ks.gov
Summer 2009
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What Is Strategic Planning?
Strategic planning determines what
the future of the community will be,
the long-term vision, goals and action
items in a seven to ten year time frame.
The Salina City Commission believes
this plan is a dynamic document that is
in line with our shared vision, reviewed
annually both to ensure performance,
and to respond to ever-changing
community and regional conditions.
Our City Commissioners met recently
to review their existing Strategic
Plan. Some information was changed
from the original copy. The mission
statement was added in the latest
revision, as well as some additional
goal action items.
Government................ ................5
Operating Budget Overview ........6
Expenditures ..............................7
City of Salina's Shared Vision Statement for our community-
Please check this link to see our full strategic plan
http://www.salina-ks.gov /filestorage/132/1461 /
StrategicPlan.pdf
2009 Budget Challenges
II yearly 2008, the City was already feeling the budget
impact of a declining economy. Our 2009 estimated
. revenue shortfall was $2 million. In addition, the cost
of fuel shot up to $4 per gallon, construction costs
were escalating, we had just implemented a new employee pay
plan, and we experienced increased costs for the much-needed
CityGo transit program and services in general. The total
budget challenge for the City was estimated to be $4 million.
In response to this challenge, the City approved a 2009 Budget
with a balanced approach to aggressive cost savings as well
as fee and tax adjustments. Our objective is to not only get
through the recession, but to ensure a long-term balanced
budget without any noticeable service impacts. We estimate it
will take two years to fully meet our financial goals.
Some 2009 Budget highlights include:
. Staff reduction goal of 15, by not refilling specified open positions (no lay-offs
currently planned)
. Expenditure reductions or freezes for discretionary operating accounts
. Emphasis on fuel reduction and energy conservation projects
. Elimination of 3% pay plan adjustment (performance merits preserved)
. Functional ~ment of people where necessary
. o..rha~ oftl1.City's~I!~ntinued on p~
2009 Budget Challenges Continued
. Ensure training is for essential needs
only
. Establish a vacation accrual cap, with an
annual use or lose requirement
. Enhance use of special sales tax for
property tax stabilization
This plan was put in place
prior to the mortgage crisis and
related stock market value drop.
As we enter the budget process
for 2010, City staff will continue
to compare our prior financial
assumptions to actual numbers.
It is very possible that even more
adjustments will be needed.
City's Financial
Performance Report
Have you ever wondered what
condition the City's finances are
in or how it has changed over
time? Does the City have funds
available to respond to a major
emergency? The answers to
these and many other questions
are found in Salina's new
Financial Trends Monitoring System
(FTMS). This document looks
at finances using a national
model, but includes a simple
green, yellow and red traffic
signal rating system for those of
us that are not financial experts.
Salina's FTMS report can be
found at http://www.salina-ks.
gov/content/84 74/ default.aspx or
by calling the City Manager's
Office at 309-5700. This project
is also a prelude to Salina's new
Petformance Trends Monitoring
System (PTMS)/ which is
currently under development.
Goal 1 The City will create a community of mixed-use, quality
development and redevelopment.
Update: The City's new Comprehensive Plan is 95% complete.
This plan is based both on best practices in other towns and on
Salina's own characteristics. It provides much more flexibility for
mixed-use development in specified areas of town, a plan for trails
and transportation, economic development tools, the revival of the
neighborhood, and much more.
Goal 2 The City will create a uniformly managed and master
planned Kenwood Park / Oakdale Park destination area featuring
recreation, tourism, entertainment, hotel lodging, surrounding mixed-
use development, green space and a direct linkage to downtown.
· Recently, tIie City and Saline County enterea into a ease for
Kenwood Park for County Expo Center activities.
· A new outdoor, community aquatic park is under construction due to
voter support of a local sales tax.
· Over the next two years, the Bicentennial Center will be seeing
interior and exterior improvements and be modernized to keep the
facility competitive and vibrant.
· Work regarding the planned use of existing green space and the
marketability of expanded conference/hotel facilities is still underway.
· We continue to work with the Friends of the River to realize a long-
term vision for the Smoky Hill River through Kenwood and Oakdale
Parks and downtown.
Goal 3 The City will provide the highest quality of services,
consistent with governing body direction, available resources and
staff commitment to quality.
· We recent y completed our Financia Trends Monitoring System (FTMS)
to provide strategic, historical financial information for both current
and future financial decision-making.
· We are in the process of creating our Performance Trends Monitoring
System (PTMS)/ which will provide information about service
performance in a similar format as the FTMS.
· An internal reorganization of our Arts & Humanities Department's
formal relationship with the Arts & Humanities Foundation has been
completed. This is intended to better clarify the relationship and
enhance future cultural offerings through the Big Ideas plan.
· Financial resolution for North Ohio Overpass project construction
issues has been obtained. (Final resolution of certain relocation
benefits remains subject to Kansas Supreme Court ruling.)
· A review of our specifications for major road and utility projects is
underway. This project is to ensure a guali!y' outcome..J.Qr a.llpr.Qjects.
Our Mission Staterntnr.;gurm.l~si~n/~tobe a leader among Kansas cities by levera in artner~h~psandeconomic
::"i;;1';ff;?'&~~:i1l~~fp,~p,~QlfJ~ti'iJ!ftol:ien'sure~a safe/ progressivl1anti~ . f~"espects' its~nll"tural
(New) resources/ offers excellent municipal services/ and provides a high quality of life for its citizens.
2
· We continue to work closely regarding shared
interests with Saline County for the betterment
of everyone. For 2009, this will include
discussions regarding City/County consolidation
to fulfill our commitment to the local League of
Women Voters.
Goal 4 The City will maintain growth and
development policies that are updated to reflect
current conditions and desired growth direction.
· Primary aspects of tnis goal wilf6e
accomplished by the new Comprehensive Plan.
From this plan, we will identify the need to
establish more specific policies and guidelines.
· By working closely with Saline County staff,
we are much closer in completing the revised
development guidelines that will apply along
the City of Salina/Saline County edges and
nearby areas. This will help ensure more clarity
regarding development expectations in these
areas.
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Goal 5 The City will maintain a
commitment to making downtown Salina a
thriving and vibrant center of the community.
.Tlie oowntown lee District is tl-ielieart of
our community. We anticipate continuation
of the current fa~ade renovation program and
discussions regarding the future of downtown
lighting using a recently completed lighting
analysis.
· We will look closely at redevelopment incentive
strategies that compliment the downtown niche
and its relationship to the Smoky Hill River,
Kenwood and Oakdale Parks.
· Entrepreneurialism will get a boost through
the Project Open small business development
program funded by the City and administered
by the Salina Area Chamber of Commerce.
· New decorative, directional signage from the
interstates, along the Ninth Street and Crawford
corridors and throughout the downtown will
soon be installed.
_0 -
Goal 6 The City will work to make Salina a
city that has connectivity physically and socially.
· The new CityGo bus system is a liuge asset F~
connecting people with the community.
· Increased connectivity through the use of a
"Complete Streets" roadway system, hike/
bike sidewalks and trails is emphasized by the
new Comprehensive Plan and may soon be a
part of every project review. The new 10' wide
sidewalk along the expanded portion of South
Ohio Street is a great example of this.
· We hope to bring more people together
through our planned emphasis on local arts and
cultural offerings through the Big Ideas plan
and additional regional marketing funded by a
margin of the hotel/motel guest tax.
· City staff is also in the process of reviewing
the feasibility of providing wireless Internet
connectivity in certain places of our community,
with a first glance at Kenwood and Oakdale
Parks.
Goal 7 The City will recognize the
importance of a healthy community and its
natural resources, and will make practical efforts
to preserve them.
"eTlie City recently aooptea"-adean inaoor air
ordinance. This initiative is intended to improve
the community's health by eliminating second-
hand smoke in public buildings.
· All required information regarding the
re-mediation of groundwater associated with
the former Schilling Air Force Base has been
sent to the respective federal authorities in an
effort to obtain funding and local control of
cleanup activities.
· As part of our partnership with the Friends of
the River, we hope to eventually address an
overall improvement in water quality of the
internal Smoky Hill River channel.
· Aggressive water conservation rates for the
community are now in place.
· Long-term water supply planning and
water emergency planning for the City is
approximately 95% complete.
· We have started a project with the Chevron
Corporation to make over $1.3 million
in various heating/cooling and fixture
improvements to reduce City facility energy
usage and related costs.
· Reviewing possibilities for creating a better
community-wide approach to curb side recycling
is an action item for this year.
3
2008 City Awards and Recognitions
For the 18th year in a row, the City of to att~imu~Z~~;~O to
Salina was named Tree City USA. This ~witmnthe ZONE~lhe:' were hhno~ed
award is sponsored in cooperation with~ a lu~cheon sponsoreh'by The N/twtrk
the National Asso<ia!ion of State Forestlrsf.ia'"'ResogJttion and Awards ~'\>.I,/
the USDA Forest Service. ~\ \ ~! . .
~ he Mi{souri/Kansas Cha~ter'1 American
Our Parks and Recreation Department ~concret~avement ASslo~':tlon (ACPA)
was selected to receive the Ace Chapter "~notified the Engineeri~g Division of
Recognition Award from The National Pubhc}Jorks~tha!..the "South 9th Street White-
First Tee. This award recognizes The First Topping Rehabilitation Pr~ect" won the 2008
Tee Youth Golf Chapters in our network who Excellence in pavin~~ardL
achieved 'ACE' status in the ZONE through ~ _. )
2008. The "ACE" status is the highest zone S now Roaded~The Kansas Chapter
given by this organization. The other zones of Americ~blic WorJfsA'ssociation
are Par, Birdie and Eagle. They not only strived (APWA) sponsors a Snow Roadeo for
Departmental
equipment operators each year. The 2008
Snow Roadeo was held again this year at
Milford lake. The City of Salina team won
second place with the front loader, second
place with the motor grader, first and second
place with the truck snow plow. Of the ten
years that the competition has been offered,
Salina has won the Overall Award six times and
tied for this honor once, in 2007.
Kansas Arts Commission named the
City of Salina (Arts Community) as one
of only six state winners of the 2009
Governor's Arts Award. We were hon red it
the Arts In Education award.
Accomplishm~~. '19.hlights
. -7/ \"
Arts Access By Everyone. The Big Ideas cultural strateg~c p ,an
is now in place. This plan encourages the sharing of
the arts to all populations and is based on the views of
1,117 Salinans surveyed, 177 artists, and 801 meeting
participants. In addition, the Arts & Humanities
Department, in partnership with the Lied Center of
Kansas, presented three Kennedy Center training
seminars for Kansas artists.
Municipal Government Transparency With the Click Of A Button.
Anyone who can use a computer mouse can now
access Salina records on-line, thanks to the City
Clerk's Office and Computer Technology Department.
Through Laserfiche's Weblink software, this now
allows access to numerous City records without a trip
to City Hall or an official open records request.
Help ForThe Homeless. Through local partnerships and grant
funding, the City's Neighborhood Services Division
has taken efforts to assist the working poor and those
suddenly homeless by making an extra effort to
connect their needs with the right services.
The Conservation From The Ground Up. The City completed
a building efficiency audit and recently entered into
a contract with Chevron Energy Company to make
energy efficiency upgrades to nine buildings. These
4
upgrades are intended to save priceless energy and
pay for themselves over time. In addition, our Traffic
Control Division completed the second phase of the
traffic signal, LED bulb replacement program and
battery back-up program. These upgrades are designed
to save energy and increase reliability. Finally, the
Planning Division crafted commercial landscaping
revisions that now emphasize xeriscaping principles.
Xeriscaping utilizes natural plants that rely on
significantly less water than traditional landscaping
methods.
When Safety Is Really Important. Salina's Building Services
Division was honored with the opportunity to provide
disaster assessment and inspection services to the
Chapman community after the devastating tornado
struck last year. They also continued to host numerous
public forums, an open house, and to take the next
step in earning national accreditation for building
safety.
Utility Payments Can Now Be Made 24-Hours A Day. With the
installation of our Water Customer Accounting's new
Voice Response System, utility customers can make
payments or account changes 24 hours a day, 7 days a
week with a single call.
Continued on page 5
Departmental Accomplishment Highlights Cont. from 4
~~rel U/,M'jO'Emergencies. Salina's Fire Department
~ ~.'e~;-iOUSlY the goal to be the "best in Kansas"
~~J~Sizing both response and pre-planning.
____TIiell~{)n_e this by focusing on "mission critical"
AA~,\~~I~~ng a "mass casualty" response trailer,
leiry~e~tirtg "target hazard" planning and developing an
"Operational Risk Planning" strategy.
Getting Serious About Customer Service, Safety and Performance.
The Human Resources Department launched for the
first time a Secret Shopper customer service evaluation.
This unannounced approach to grading our front-line,
in-person and telephone service is intended to identify
ways of improving customer service for our residents.
Employee safety is also a major accomplishment, with
workers compensation claim cost of City employees
Continued on page 8
Commission-Manager Form of Government
In 1921, Salina adopted the Commission-Manager
system of local government. The Salina City
Commission is made up of five citizens who
are elected at-large. This means all of Salina's
registered voters can always vote for each of the seats.
Every two years, two City Commissioners are elected
to a four-year term] and one Commissioner to a two-
year term.
Each April, the City Commissioners select a Mayor
from among the five seated Commissioners to serve
Volunteer Boards,
Committees and
Commissions
Appointment Process
Citizen boards are just one way the City
emphasizes ongoing citizen participation
in the local government process. We value
citizen input and believe it to be essential for
good policy making. Most board / committee
members are recommended by the Mayor and
appointed by the City Commissioners.
Solicitation of Interest
Those who would like to be considered or
reappointed just need to complete an Expression
of Interest (EOI) form and submit it to the City
Clerk. These form can be found on the City]s
website] www.salina-ks.gov] or they can be
filled out by hand and returned to the City
Clerk's Office, Room 206 in the City-County
Building, 300 West Ash.
as the chair of the Commission. The Mayor runs
the meetings and represents the City at many events
throughout their term.
The City Manager is appointed by the City
Commission. The City Manager is responsible for
the daily operations of the City and implementing
programs and policies of the City Commission.
Boards/Commissions Available
,I:-.Accessibility Advisory Board
....Salina Airport Authority
....Animal Control Advisory & Appeals Board
....Arts & Humanities Commission
....Building Advisory Board
....Business Improvement District No. 1 Board of Advisors
."'Business Improvement District No. 1 Board of Design Review
....Community Art & Design Advisory Committee
.... Convention & Tourism Committee
....Disciplinary Advisory Board
.....Heritage Commission
....Housing Authority
....Human Relations Commission
....Library Board
I:--Parks and Recreation Advisory Board
....Planning Commission
~Salina Economic Development Incentives Council
....Solid Waste Management Committee
.... Tree Advisory Board
_"'Board of Zoning Appeals
5
2009 Operating Budget Overview
T otal2009 net revenues are $66,125,418.
This includes property and sales taxes, fees
and grants.
The 2009 expenditures are $69,429,380. This represents
the amount the City pays for personnel, materials and
vendors. Reserves held and carried into 2010 total
$15,273,893.
The City will also make internal transfers totaling
$12,273,893. These are used to allocate costs for the
Revenues
The City of Salina has six major groups of revenues.
The largest of these are fees and charges, accounting
for more than $29 million, or 44 % of total revenues.
More than half of the fees and charges ($14.9 million)
are generated by the Water and Sewer Utility. Revenues
raised by the Water and Sewer Utility must be used for
Water and Sewer purposes.
The rate schedule for both water and wastewater
increased to provide adequate revenue to support
capital and operational needs.
I Internal TransactlQ.ns,"
Net Total Current Resources
less Total Expenditures
I:., . -,
Other significant
fees and charges
include court
fines and fees
(unchanged),
EMS charges
(increased 5%),
refuse collection
fees (increased
5%), solid waste
disposal fees
(increased 3.4%
or $l/ton) and
Bicentennial
Center fees.
The next largest revenue class is sales taxes, which
contributes a little more than $15.3 million to the City
operation. This is 24% of total revenues, and is based
on both the City's % cent tax, and the City portion of
the 1 cent County sales tax.
Property taxes, including both real estate and motor
vehicle tax, contribute only about $12 million, or 18%
of total revenues. Real estate taxes are calculated by
6
City self-funded health insurance plan, centralized
fleet maintenance services] self-funded worker's
compensation, and other internal services.
The City employs 499 full-time staff, along with 15
part-time positions. In addition] a significant number
(about 200) of temporary-seasonal staff are employed,
primarily through the spring and
summer months.
applying a mill levy to
the assessed value of
property. In Salina, the
mill levy for 2009 was
established at 25.886 mills,
an increase of 1.927 mills. The
following table calculates the amount of property taxes
for homes with different market values.
The "Other Taxes" designation includes franchise fees,
which is a fee the City charges a private utility for the
use of public right-of-way] and the transient guest tax,
which is a 5% tax levied against hotel and motel room
rentals. Other taxes are only 7.4% of the total revenue
and produce about $4.9 million per year.
Intergovernmental revenues include grants and
other payments from other governmental agencies.
Intergovernmental revenues produce about $2.9
million. The largest single source is the Special Gas
Tax received from the State of Kansas ($1.25 million)
which must be used to repair and maintain streets. The
City of Salina also receives a contribution from Saline
County to supplement the Countywide EMS service
operated by the City. Debt General
Service Government
9% 3%
Other
13%
Public Works
9%
Community Culture and
Development Recreation
8% 7%
Expenditures
By Class of Expense
Class of expense refers to what kind of goods and
services will be purchased. The City identified several
classifications, including salaries, benefits, supplies,
services, capital outlay, debts services
and other.
By Function
Class of
Expenditures
Expenditures by
function describes
the general purpose
for which funds
are budgeted. Each
function includes
several more specific
activities. Capital
outlay expense is
not included within
the functions, but is
totaled as a separate
category.
-
.
-
-
-
-
-
-
-
IIIDI
Net Total Ex enditures
Debt Service
This is the
scheduled
repayment on debt
issued previously
by the City for
construction of
various major
projects. The
amount budgeted
for 2009 is $6.6
million or 9.7% of
the total budget.
Capital Outlay
This includes
all cash capital
item acquisition
for all activities,
including vehicles,
equipment, buildings and major building repair, as well
as infrastructure (streets, water and sewer lines, etc.)
construction and replacement. Expenses are projected
to total about $7.2 million or 10% of the budget
in 2009.
Function
· General Government 1~,234 i
I Public Safety. ~LsJ!dQ.U
· Health and Sanitation lr S,2,OosJ
I Culture and Recreation ILSj,373 I
I Community. Develop~LS6,'50 -I
I Debt Service II S 6,530 I
Water and Wastewater JLSJl,zill
~ Other 11J.1.gJ21J
~p-ital Outlay. 1[J1,,66"1
I Public Works ILsl,070 I
Capital Improvements Program
Each year, in addition to the annual operating budget,
the City plans for future major projects, typically to
be financed through the sale of long term bonds or
various grants that may be available. Projects currently
scheduled include:
Capital Project Schedule
For Completion in 2009
-
I1.Eill4 Construction, lan~fjll JI ~~lJ
LS9~lbJ~ln!bj~....... ..........."'.II..<.~J
~~mmJI_..II~I.II~l;ifS ;1
[ ladder"el~!f9rmtrilck ."::::~"=][.'.."...'.J.o.'i
~rDW~"iiI1I~~
[i~~irr~I~U:~~:==,=..'.'..............'....'."][.....,,..:'.'::..IJ
~~memY.iiTUefISr~~~6.
~iotir~'-'-"'c:.. . . .. .. .... 11 .=".:'?I,?~J
Projects Initiated in 2010:
l...~i.~g~!,eQni~~!~!l'UP!QlJern,ems..Jl. ...... ......._~
~~~.~.rL1~~
L(~IJ}'B~~~~!fi~!IQQit!ld}'..:=J[=, ... '.' .5!
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7
Departmental Accomplishment Highlights Continued from page 5
being 49% less than our counterparts. In addition,
over 35 hours of core training for 105 supervisors was
conducted. This training is designed with one goal in
mind, continual improvement.
Finally, A City With A Plan To Reduce Uncontrollable Overtime. Most
cities consider court-related, police officer overtime as
uncontrollable. This overtime is a burden to the officers'
families and costly to the organization. This is no longer
the case in Salina after recent changes were made by
the Police Department and Municipal Court. Overtime
reduction is 23% below the prior quarter for the Police
Department, and the overtime related to Municipal
Court cases has been reduced by 61 % from last quarter.
Quality of Life Often Means Parks and Recreation. Thanks to Salina
voters and an immense amount of public input, our
community will soon have Kansas' finest municipal
outdoor water park. Pre-planning was completed last
year and the project is now underway. In addition,
a cost/feasibility report for constructing a hike/bike
trail along the old Smoky Hill River Channel has been
conducted. City staff worked closely with the local
Friends of the River organization with the vision of
reviving the old river channel.
Helping Downtown Offer Lively and Safe Entertainment. Due to
an increased law enforcement presence and terrific
cooperation by local bar owners, Salina's downtown
continues to offer lively entertainment in a safe and
inviting atmosphere.
Community Investment In Transportation. Our Public
Works Department managed nearly $3.8 million in
construction work, including the South Ohio Street
upgrade to four lanes. In addition, they coordinated
the permanent repair of the North Ohio bridge parapet
wall and were a critical partner with OCCK in finalizing
CityGo, Salina's newest fixed-route transit system.
Getting It RightThe FirstTime. Salina's Central Garage
operation completed 1,056 work orders for the City's
vehicles (and other public partners'). With an emphasis
on eliminating mistakes, they had only four re-works,
resulting in an impressive 99.6% "get it right the first
time" rate.
We Survived The Ice Storm. Salina's Public Works Department
completed one of Salina's largest community limb
removal projects in the community's history. The
removal of an estimated 15,630 tons of limbs was in
response to Salina's worst ice storm in recent memory.
Water Conservation Is For Everyone. Salina's Utilities
Department commenced a major raw water plan,
established a conservation-based water rate schedule
and instituted a performance measurement program for
each work center.
Articles were written by City staff, with design by Arrow Printing. Ouestions/Comments? Please call the City Manager's office at (785) 309-5700.
City Commissioners
Want to Hear from You.
Members of the Salina City Commission are
interested in your comments and suggestions on
City services and policies.
Each Commissioner welcomes your input. Please
write them at P.O. Box 736, Salina, KS 67402-0736,
or email: citycommission@salina.org
Commissioner's phone numbers are:
Luci Larson. ........ .................... .... 827-7777
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